This is a subjective question, hence you have to write your answer in the Text-Field given below. Ramesh joined his job as the Manager-in-charge of the Raipur branch of DVL Electronics. DVL Electronics had been the first consumer electronics company which had taken the country by storm with a very innovative ad campaign. By the time Ramesh joined the company, in the early 2000s, it had lost its original sheen to several multinational and home-grown competition. The company had two significant products. It was still the leader in the Black and White televisions segment which enjoyed some demand in the upcountry locations of Chhattisgarh but was declining fast. On the colour television segment, the company enjoyed some customer goodwill. In was however being severely challenged at the hands of the competition. Ramesh reported to Shenoy who operated from Indore and was the State heads for the then undivided) state of Madhya Pradesh. The branch heads at Indore Bhopal and Raipur reported to him. The company was aggressively trying to stage a comeback and regain its lost market share. Within a few months of joining office, Ramesh realized that there was a severe problem at hand. Because of its financial difficulty the company had not been able to make good on many of the promises it had made in the market - many of the dealers complained about their scheme incentives which had not been paid by the company. Many local advertising agencies also claimed how the company had used their services in the past and not paid for them. Ramesh started by making a list of all such claims and sent it to Shenoy for his approval for processing those claims. Shenoy did not reply for a long time and kept on making excuses against settling the bills. Ten Damennslan Arn. . an annerin taramarretina min dorina Nik forth the hehe Question No 03 To stimulate demand, Ramesh prepared a plan to carry out an aggressive local marketing campaign during Diwali festival with the help of a few high profile retailers of the city who still retained some goodwill for the brand. "There is no money to spare. I shall send you some posters and buntings at the time of the festival. You put them up at the dealer's locations. Ramesh could not understand Shenoy's non-cooperation. He continued operating like that for some time. Shenoy would keep pushing him to bill more materials (televisions) to the dealers. He would holler for more orders over the phone. But any request at supporting sales in the local market would be met with a strange silence The sales of consumer items like televisions hit a high during the Diwali month. All consumer companies offer big schemes and discounts during that period. The Diwali price list that arrived that month was a surprise. There was no provision for dealer schemes. Instead, the margins of dealers had been reduced to minimal levels DVL allowed its regional managers like Shenoy to take their priced decisions for the local market. The company set a floor price for itself. The Regional Manager could not sell below that price. But he had the option of selling it at a higher price and used the difference as a scheme. It is a practice on the part of regional managers to declare the dealescheme up front. During that Diwali month, Shenoy had omitted the scheme When Ramesh called him up, he replied he had not announced the scheme on purpose. He would make the scheme after the Diwali period and disbur its benefits after the month was over. "Let the dealers work and give their best. Tell them not to worry about the incentives. The best dealers would get their incentives on time" Shenoy said Question No 03 LCC Carca wyn ar yive ICH UCSI ICHI ICH 1101 W Wory avuut uIC IICITUVCS. HIC Uca ucaicis wuuru ya ucu HCS VULNE Shenoy said Shenoy's strategy did not make sense to Ramesh. He spoke with his counterparts in Bhopal and Indore both of whom expressed their bewilderment to Shenoy's approach. They reported that Shenoy'sbehavior had become increasingly erratic and abusive towards junior employees He rarely spoke to anyone unless it was to scold him. He always threatened people to terminate their jobs which had caused a lot of anodety at the regional office in Indore Shenoy was in his early fifties, and people spoke in hushed tones that he fearedbeing retrenched on account of his age which contributed do his awkwardbehavior. They suggested Ramesh, as the next in seniority to Shenoy in the region talk to Ashok Arora who was the All India sales head and explain the situation. Ramesh knew he would alienate Shenoy if hecalled up Arora. That could end up spoiling their relationship and would set up a fight which would lead to the departure of at least one of them from the company. So far he had obeyed all of Shenoy's 'orders. 'Shenoy had cited Ramesh's inexperience in the job and had pushed through several changes which have been counterproductive. He had changed the local distributor stopped a couple of new dealers appointed by Ramesh and had changed the service manager replacing him with a less competent person. Ramesh had obeyed to respect Shenoy's seniority and avoid unnecessary friction. But Shenoy had misread his cooperation. His obedience had only added to Shenoy's dictatorial behavior. The man had tried to force more and more unreasonable ideas on him. Ramesh picked up the phone and called Arora. 0.3. How does a leader create a holding environment? How should Arora respond to Ramesh's call? [13]